National Air Rescue Organization
Following the appointment of a new CEO, this national air rescue organization in Luxembourg saw employee satisfaction decline and resistance to change take hold among long-serving staff. Leadership needed an independent, confidential way to understand what was driving that resistance and to build a plan to strengthen engagement as the transformation continued.
A leadership change met resistance
The organization's new CEO introduced a clear strategic direction, but employees who had worked under the previous leadership for many years showed considerable resistance to the change. With satisfaction scores declining, the CEO and executive leadership team wanted to understand how the new strategy was being perceived, identify the root causes of the resistance, and gather constructive feedback that would help the transformation succeed.
How we supported the organization
The engagement ran across multiple phases, covering survey design, organization-wide data collection, analysis, executive reporting, and action planning.
We designed a confidential online employee survey and rolled it out across the entire organization, then combined quantitative and qualitative analysis to identify the key themes driving resistance to change. Findings were presented directly to senior leadership, together with practical, evidence-based recommendations and action plans.
The survey and reporting were delivered in French and English to reach the full workforce.
How did we proceed?
We combined elements of employee engagement measurement with change management assessment, giving leadership a clear read on employee perspectives while generating actionable insight for improving communication and organizational effectiveness. Every employee group had the opportunity to participate, and the findings fed directly into recommendations for the executive team.
Benefits for the organization
Leadership gained a clear understanding of employee perceptions of the transformation and identified the primary drivers of resistance, along with the areas needing further attention. Employees had a constructive channel to contribute their own recommendations, and the executive team came away with a practical action plan to support a smoother, more sustainable organizational transformation.